The last few months have profoundly changed both the way and the tools with which work is carried out in public organisations. The massive development of telework in public administrations is a unique inflection point in the structuring and design of work. New telework agreements or hybrid collaboration agreements are currently being negotiated. They allow employees to carry out their professional tasks either entirely remotely, entirely face-to-face or, much more often, in a mix of the two (hybrid situation). These situations are unprecedented and scientific research on the impact of this hybridity of work and organisations are still few in numbers, and the results are still partial and of course incomplete. The Human Resources Management Unit therefore aims to monitor the evolution of this new organisational hybridity and to assess its consequences, positive or negative, on both work groups and individuals. In particular, the following questions animate the researchers of our unit:
- What hybrid work arrangements are emerging in public organisations and administrations?
- What are the impacts of these new hybrid work arrangements on the management of public organisations?
- What are the impacts on collective and individual performance?
- What are the consequences for the well-being and quality of life at work for employees?
- What are the effects on the ways of thinking, feeling and acting at the collective level? In other words, what are the impacts on organisational cultures and the climate at work?
- What practices, tools or procedures should be used to enable the steering and management of these hybrid public organisations?
These different questions are addressed through dedicated training (SSC), research, but also in connection with field interventions (mandates).
